bain digital advertising
TRANSCRIPT
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In search of a premium
alternative: an action planfor online brand advertising
By John Frelinghuysen and Aditya Joshi
What media companies andbrand marketers can do tounleash the power of the Webto build brands online
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Copyright 2010 Bain & Company, Inc. All rights reserved.
Content: Manjari Raman, Elaine Cummings
Layout: Global Design
John Frelinghuysen is a partner with Bain & Company and a leader in the firms
Global Media practice. Aditya Joshi is a partner with Bain and a leader in the
firms Customer Strategy and Marketing practice.
The authors would like to thank Jason Wiethe and Chris Sims, managers with
Bain & Company, for their contributions to this Bain Brief.
About this study
The authors would like to acknowledge the support and collaboration of the Interactive Advertising Bureau
(www.iab.net ) and its members in the development of this Bain Brief. The IAB is comprised of more than 460
leading media and technology companies who are responsible for selling 86 percent of online advertising in
the United States.
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In search of a premium alternative: an action plan for online brand advertising
What media companiesand brand marketers
can do to unleash thepower of the Web tobuild brands online
As online advertising approaches maturity, it
faces a major crossroads. The industry can
continue down the path of commoditization
driven by direct response, with its promise of
high volumes but little room for differentiation.
Or it can reinvent itself around brand advertiserneeds and deliver more premium offerings.
Making the right choice will not just ensure
sustainable growthit will redefine the indus-
trys future winners.
On the surface, online advertising appears to
be in good shape. It has weathered the down-
turn better than other media: Online adver-
tising revenues fell by just 3 percent in 2009,
while print and television advertising saw
double-digit declines.1 Moreover, future growth
prospects appear robust: Bain & Company fore-casts that online advertising revenues will grow
at an average annual rate of 12 percent between
2010 and 2014. Spending on online advertising
will overtake print in 2010. Dig a little deeper,
however, and some worrying trends emerge
(see Figure 1). Consider:
Much of the projected growth will come
from direct-response advertisingin particu-
lar, search. This suits advertisers seeking an
immediate, measurable return on invest-ment (ROI), usually in the form of website
traffic and sales transactions. However,
response advertising is not geared to build-
ing long-term brand affinity for marketers
and does not fully value the content and
premium environment of specific sites
on which ads are placed. For example, two
sites offering comparable response rates
Percent of total advertising spend
Brand marketers Response marketers
100%
2008 2011P
Other
Online
TV,magazines,newspapers
Other
Online
TV,magazines,newspapers
+5%
3%
+8%
6%
2008 2011P
80
60
40
20
0
Source: Bain/IAB 2009 Marketer survey; N=700
Figure 1: Brand marketers still rely on traditional media, while increasingly, the leadingmedium for response marketers is online
1 AB Internet Advertising Revenue Report: 2009 Full-year Results. Pricewaterhouse Coopers (PWC), April 7, 2010.
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In search of a premium alternative: an action plan for online brand advertising
(that is, click-throughs or transactions)
become increasingly interchangeable
even if one is a top-tier content site such as
FT.com (Financial Times), and the otheris a relatively unknown financial blog.
Implication: Premium rates on premium
publisher sites will be difficult to sustain.
Display advertisingis increasingly commodi-
tizing due to excess inventory, lack of high-
impact creative and the proliferation of
low-cost ad networks. These developments
have been devastating for online publishers.
Their ability to charge for premium display
advertising, measured in CPMs (cost perthousand impressions), has deteriorated
and shows no sign of a turnaround. Despite
the potential for lower rates in the short
term, brand marketers also have cause for
concern. As sites grow more cluttered,
marketers have less control over placement,
the other advertisers adjacent to their ads,
and the overall quality of the impressions
generated. Implication: As audiences shift
online, advertisers and media companies
face serious constraints in their ability to
deeply engage consumers and build brands.
Little wonder that marketers seeking to build
brands online have become disappointed with
the medium. A recent survey of marketers con-
ducted by Bain and the Interactive Advertising
Bureau (IAB) highlighted brand-focused mar-
keters preferences: They spend about 75 percent
of their advertising budgets on TV and print
media, nearly three to four times as much as
they advertise online. In our survey, marketers
recognized that the Web is inherently more
interactive and can address a broader set of
marketing needs (see Figure 2). But despite the
immense potential for online advertising, the
current reality falls short. So, what will it take
in this environment to build brands online?
A first step is to recognize the obstacles.
Which marketing objectives are the following media vehicles bestsuited for?
Source: Bain/IAB 2009 Marketer survey; N=700
0
25
50
75
100%
Percent of respondents
TV Magazine Newspapers Online
Brandobjectives
Driving traffic/purchase intent
Promoting
consideration
Generatingfamiliarity
Creatingawareness
$64.4 billion $13.3 billion $34.4 billion $23.1 billion
Total adspend(2008):
Promoting loyalty
Figure 2: The online medium is versatile, with the potential to influence the full set ofmarketing objectives
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In search of a premium alternative: an action plan for online brand advertising
Barriers to building brands online
Through our survey, as well as interviews
with brand marketers, agencies and mediacompanies, we identified five major gaps that
hold online back as a medium for premium
brand engagement:
#1: Ad formats and creative execution
are not evolving with the medium
Brand marketers are disenchanted that the
online medium has not lived up to its potential
for storytelling (see Figure 3). Static display
banners, originally inspired by newspaperand magazine ad formats, are still the primary
unit of online inventory, and with surprisingly
little innovation over the past 15 years. Banners
are inherently limited for brand advertising,
with marketers preferring more engaging,
even interruptive, ads with sound and motion.
The typical website is cluttered with too many
banner ads, and the placement of low-cost
response ads (for example, mortgage ads)
alongside image-oriented brand ads is oftenjarring. Despite the early promise of online
video and larger-format ads, marketers still
perceive a lack of innovative, new creative ideas
from agencies and media companies. Many
marketers with whom we spoke believe that
agencies are holding online back by not commit-
ting their best creative talent to the medium.
#2: The Internet is awash with undiffer-
entiated, low-cost inventory
The recent exponential growth in online adver-
tising inventory has not been matched by a
proportional increase in demand. Without truly
differentiated, premium offerings, the massive
oversupply has forced content publishers to
aggressively monetize remnant inventory
Source: Synthesis of marketer interviews and surveys
Engagement/emotionalresponse
Targeting
Measurement
Sales/support
Perceived strength
Brand marketing needsTV Radio Magazines Online
Onlineadvertising issues
Highimpact creative,customization
Audience attention,interactivity
Crossplatform
Clutter Static, small creative Creative execution
lacking
Precision: right customer,right time
Ad position, timing
Often hard to targetat scale
Less placement control
Reach and frequency Ability to gauge brand
awareness, equity Link to sales impact
Reliance on impressions Lack of media
comparability Small scale
Proactive solutionsand packages
Cost and resources toplan/manage
Less access/relationship,too reactive
Often small buys,subscale
Figure 3: Despite its potential, online advertising falls short on meeting the key needs ofbrand marketers
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In search of a premium alternative: an action plan for online brand advertising
and depend even more on less-premium,
response-driven advertising and ad networks.
In fact, Bains 2008 digital pricing study, con-
ducted with the IAB, highlighted that leadingpublishers were releasing excess inventory to
ad networks at one-sixth to one-tenth the price
of direct sales. This behavior further reduces
the attractiveness of the online medium for
premium brand marketers, worsens the supply-
demand imbalance and conditions buyers to
shift dollars to ad networks. Airlines typically
create a premium experience for first-class
passengers; they dont place them in the same
seats as budget travelers paying a fraction of the
cost. But this is essentially what online media
companies have been doing, with costly results.
#3: Too many metrics, too few that
brand marketers really need
Marketers are inundated with online tracking
measures, from click-throughs to page views
to unique visitors, and many more. These can
be valuable metrics for direct response adver-
tising, but marketers cant use them to answer
branding questions, such as: What is the impactof the campaign on increasing brand aware-
ness in my target audience? Does it influence
purchase intent? While various survey-based
alternatives (such as, Dynamic Logic, comScore,
Brand.net) exist to track such measures, mar-
keters indicate they are too expensive and dont
allow for effective comparison across media.
Also, as different vendors are often used, there
is no standard currency on which buyers and
sellers can agree. This limits marketers from
comparing online with other media, and thusfrom making the decision online media com-
panies want most: shifting more brand spend-
ing to the Web. A leading consumer packaged
goods marketer summed up the problem:
What we need to see is: If we move 10 percent
of our TV dollars to online, are we better off?
Theres no way to measure that today.
#4: Online offers unreliable targeting
especially on a large scale
Brand marketers struggle to target specificconsumer segments online, at a scale that is
comparable to traditional offline brand cam-
paigns. While network TV can deliver a large
audience watching a specific show in a specific
time slot, websites have the much harder task
of gathering traffic from across their pages and
across different points in time. Consequently,
marketers have difficulty accurately assessing
the unduplicated reach of their ad, the frequency
with which it is viewed and the gross rating
points (GRPs) across multiple sites. Largemarketers (such as consumer goods companies)
told us that the complexity and uncertainty
associated with targeting at scale on premium
sites actually makes them recognize the value
of mass reach with ad networks and portals.
At least, these non-premium options can offer
high unduplicated reach and delivery metrics
which can be measured with a single cookie.
#5: Support from agency and media
partners is underwhelming for premiumbrand campaigns
Marketers indicated in our survey that they
want media and agency partners who under-
stand their industries, develop innovative ideas,
and help them execute consistent and integrated
campaigns across media platforms. Instead,
agencies are hindered by silos, both within
individual agencies and among different agen-
cies serving the same account. Online media
companies also fall short in brand marketers
perceptions. Today, many sales teams use a
selling approach that, unintentionally, further
commoditizes their inventory: They focus on
buying agencies, respond almost solely to
requests for proposals (RFPs) and provide
limited customization or innovation in offer-
ings. In addition, online sales teams often lack
Brand marketers
struggle to targetspecific consumersegments online,at a scale thatis comparableto traditionaloffline brandcampaigns.
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In search of a premium alternative: an action plan for online brand advertising
industry vertical expertise, interact with mar-
keters too late in the media planning process
and do not have the caliber of talent required
to advise senior decision makers. Media com-
panies with both online and offline operations
often struggle to deliver integrated cross-platform
ad campaigns; their respective sales teams tend
to work in silos, too.
Making brand marketingwork online
In the battle for advertising dollars, online pub-
lishers, portals and other sellers of premium-
priced inventory face the most significant
challenges. To better meet the needs of brand
marketers and enhance the prospects for premi-
um CPMs, we suggest the following action plan:
1. Develop triple play capabilities
Online media companies must develop and
effectively deliver three distinct product and
service models that address different marketer
objectives (see Figure 4). At the same time, theyneed to determine which model, out of the
three, will be their core business.
Strengthen direct-response offerings. This is
the proven killer app of online marketing
today. It focuses on specific customer actions
and satisfies a marketers critical need for
immediate transactions and traffic, both on
the Web and in the bricks-and-mortar world.
The Web as a medium for direct-response
marketing is becoming more cost-effective than
ever before, and continues to grow rapidly.
While search captures the majority of this spend-ing, billions of dollars are still up for grabs in
direct-response display and other formats.
Determine the right brand reach strategy.
Recently, brand marketers have seen the oppor-
tunity to scale up investments in high-cost
campaigns on premium content sites, as well as
increase impressions through a broader swath of
Largerscale,
reducedservice,
efficiency model
Largerscale,
moreautomated,
efficiency model
Hightouch,
higherpriced,
premium model
Key decision
maker
Marketer
objectives
Online
product
offerings
Response Brand reach Brand engagement
Drive customers to site
Generate transactions andimmediate ROI
Supplement buys in other media
Generate wide exposure atlow cost
Banners, rich media
Mix of premium and
nonpremium positions
Banners, rich media
Mix of premium and
nonpremium positions Content/placement control
Build brand awareness and
purchase intent Deliver custom, highimpact
campaigns
Digital video, rich media
Premium position banners
Social/UGC applications Crossplatform integration
Buying agency (downstream)
Creative agency(large clients only)
Brand marketing team
Creative agency (upstream) Buying agency
Brand marketing team
Creative agency (upstream) Buying agency
Figure 4: Triple play offerings will help media companies serve three distinct marketer needs
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In search of a premium alternative: an action plan for online brand advertising
lower-priced online advertising opportunities.
Mercedes-Benz, for example, supported its
premium ads in top-tier newspaper websites
with low-cost placement through ad networksto expand the reach of its E-Class launch cam-
paign. The difference from direct-response
ads is that brand reach advertising still values
the brand environment and is focused on
impressions as opposed to click-throughs. Its
an opportunity for online publishers to extend
their offerings, but can be a double-edged sword
if not managed carefully. Online publishers
can sell less desirable inventory at $3$5 CPMs
for brand-reach applications, but if they canni-
balize other brand sales, they can quickly erode
a publishers ability to charge $8$12 CPMs
for premium units and services.
Develop premium engagement skills. The third
leg of the triple playand the one with the
most growth potentialis to create emotion-
ally compelling online brand advertising that
builds long-term brand affinity. Today, that
remains largely the domain of television and
magazines. But its a huge untapped opportunity
for online media companies, as the vast majorityof national advertising dollars reside with large,
brand-oriented advertisers seeking deeper
engagement with consumers. To make that
happen, online media must recognize that a
transformation of their current offerings and
sales approach will be required.
2. Re-commit to delivering a
premium offer
Online publishers who want to increase theirshare of premium-priced brand advertising
dollars must put their house in order and build
a truly premium value proposition for brand
marketers. They must:
Wall off premium ad inventory. In our sur-
vey, marketers consistently expressed frustra-
tion with clutter, unreliable context and seeing
their full-priced ads alongside heavily discounted
remnant ads. Sites must clearly designate their
premium placements, limit the clutter around
them and restrict access solely to brand-orientedads. Bottom line: premium means offering
fewer, but better, inventory units.
Manage non-premium inventory better.
While not all ad placements offer the equivalent
of NBC TVs Thursday primetime position, the
key is having a clear definition for what isnt
premium and creating disciplined processes to
manage that inventory. One online publisher
we interviewed created packages of second-tier
run-of-site ad inventory that sells at a 30 percentto 50 percent discount compared to the CPMs
of higher-end inventory on the site. These less
expensive packages are clearly separated from
more premium placements and are sold with
minimal sales support. Net result: the publisher
cost-effectively monetizes less premium inven-
tory, minimizes cannibalization and maintains
the premium positioning of the website.
Invest in ad-format innovation. Protecting
premium ad inventory is good, but rejuvenat-ing the ad units themselves is even better. In
our survey, brand-oriented marketers identified
formats utilizing video, sponsorship and social
media as exciting options that go far beyond
typical display ads. Apples Mac vs. PC cam-
paign on the New York Times, Yahoo!and Wall
Street Journal sites showed a willingness to
experiment with new formatsusing video as
well as custom ad units that interact across
the page. Similarly, the creative for Nintendos
Warios Land: Shake It! on YouTube was asophisticated execution that appeared to break
apart the actual page. The ad hooked visitors
and eventually generated several millions of
views through word-of-mouth publicity. Today,
such custom efforts are expensive, but by devel-
oping more standards and tools in the future,
the online ad industry can increase this type
of business.
The third leg
of the tripleplayand theone with themost growthpotentialisto createemotionallycompellingonline brand
advertising thatbuilds long-termbrand affinity.
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In search of a premium alternative: an action plan for online brand advertising
3. Become a strategic partner
for marketers
Brand marketers are accustomed to receivinga high level of support from television and
other offline media providers. In the future,
online media sales teams too will feel the pres-
sure to meet and exceed the emerging needs
of brand marketers for partnership and con-
sultative selling. But this will require different
selling and serving modelsones that offer
more senior client contact and more value-added
support throughout the media planning process.
Key requirements include:
Delivering new ideas and category expertise.
The number one capability marketers want
in a partner is category-specific knowledge
(see Figure 5). Just as with their agencies,marketers expect media companies to under-
stand their businesses and bring innovative
ideas to the table. Says one CMO, We want
to sit down once or twice a year with our key
media partners and hear their best thinking
on how to improve what we do. But well only
have time to do that with a handful of partners.
While this raises significant change manage-
ment challenges, we believe change is critical.
Developing category-focused sales teams will
help media companies in several ways. Sales
teams with higher-caliber talent and category
expertise interact directly with marketers earlier
in the planning process, are able to offer more
custom solutions and influence the creative
aspects of the campaign. For these reasons,
Google invested in a multi-year effort to develop
category expertise in selling and services, andhired from the ranks of traditional marketers.
Similarly, the New York Times integrated its
online and offline sales organizations to offer
advertisers a category-focused, custom and cross-
platform approach. Such efforts have raised
the bar for media sellers and are delivering
substantial benefits for brand marketers.
Which capabilities are most important in supporting your online advertising?
Source: Bain/IAB 2009 Marketer survey; N=700
0
10
20
30
40%
#2
#1
Percent of respondents
Deepknowledgeof marketerand industry
Effectivetargeting
Strongrelationship
with marketer
Highimpactonline creative
Customizedoptions
Digital advertisingknowledge
Digital advertisingsuccess metrics
Best contextualfit for ads
Crossplatformcampaign options
Full adplacement
transparency
Streamlinedpurchasing
options
Figure 5: Brand marketers seek category expertise, customization and a relationship mindsetfrom online media companies
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In search of a premium alternative: an action plan for online brand advertising
Make cross-platform the norm, not the exception.
Over the next three years, brand marketers
expect nearly 40 percent of their ad budget to
be spent on integrated, cross-platform cam-paignswith another 25 percent on advertising
that is at least coordinated across platforms.
Media companies that have both online and
offline properties can develop fully-integrated
packages with online and offline components,
often providing customization of inventory
units and creative input. For pure-play online
media companies such as portals, cross-platform
can involve developing ways to extend offline
campaigns to online and link them to their
sites. While such cross-platform solutions are
still far from the norm, they are growing in
popularity among all the publishers we spoke
to. And while online might represent as little
as 5 percent to 10 percent of the overall deal
value with brand marketers, it might account
for half of the sales discussion and most of the
customization and creative support. In other
words, online capabilities are increasingly the
key differentiator in gaining share of offline
brand ad dollars.
How might the typical sales structure change
to make all this a reality? We believe it requires
a fundamental shift from an online-versus-
offline model to one organized around the
customers needs, offering brand-focused and
direct response-focused sales teams with deeper
category expertise (see Figure 6).
4. Speak the marketers language
For online advertising to mesh seamlessly intothe brand planning process, content sites need
to go beyond hits, clicks and gross impres-
sions as the primary means to measure impact.
Talk GRPs. Brand marketers plan their adver-
tising around gross rating points (GRPs)
reaching a certain target audience with a certain
frequency within a defined time period. In the
online world, that audience is typically shared
across multiple sites, making measurement
even more challenging. At the non-premium
end of the online advertising market, ad net-works are able to track overall consumer reach
by using common cookies. For premium sites,
however, the challenge is complex: their
approach of a separate cookie for each site
complicates the evaluation of the reach and
frequency of an ad served to consumers across
multiple sites. De-duplicating the audience
across multiple sites is difficult and will likely
require new industry standards and publisher
collaboration. Larger online publishers and
the IAB can use their influence to lead this
industry-level collaboration.
Measure what matters. Marketers are clear that
traditional brand metricsespecially brand
awareness, favorability and purchase intent
will help guide their decision to shift dollars
online from other channels (see Figure 7).Today, these metrics are delivered in part by
custom service providers like Dynamic Logic
and Nielsen IAG. But the lack of an ongoing,
syndicated common currency and standardsmeans that marketers are unable to compare
across campaigns and across media platforms;
nor can they assess impact over extended
periods of time. Industry forums such as the
Association of National Advertisers and the IAB
have a leading role to play in defining specifi-
cations for such metricsand helping move
existing players toward a more comprehensive,
cross-platform offering.
5. Gain scale
Traditional brand campaigns often need to reach
what are, by online standards, very large audi-
ences. For example, a leading womens mag-
azine might reach 30 million to 40 million
readers monthly. In contrast, the website for
the same title might deliver only 5 million to
10 million unique visitors a month. And a
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Separate online and offline salesforces, impractical forcrossplatform campaigns
Onesizefitsall approach Limited category expertise
Categoryfocused integrated offline/online salesforces withhightouch and innovation focus
Separate reach/response salesforce Ability to meet the reachrequirements of brand marketers
as necessary
Typical legacysalesforce approach
Media company
Onlinesalesforce
Offlinesalesforce
Mostly responseneeds
Engagementneeds
Example of futuresalesforce approach
Media company
Transactionalonline salesforce
Multiplatformengagement
salesforce
Reach/responseneeds
Engagementneeds
Auto Etc.CPG
Note: Illustrative
Figure 6: Media sales teams need to reorient from a platform-centric structure to acategory-based approach
Which metrics are most valuable for brandbuilding campaigns?
Percent of respondents
0
20
40
60%
Brandawareness
#1
#2
#3
Likelihood torecommend
Conversionrates
Clickthrough
Messageassociation
Time spenton page
Viewthrough
Purchaseintent
Favorability Recall Uniquevisitors
Adimpressions/views
Interactionrate
Engagementtime
What brand marketers want What brand marketers get
Source: Bain/IAB 2009 Marketer survey; N=700
Figure 7: Brand marketers want traditional brand-impact metrics to gauge onlinead effectiveness
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In search of a premium alternative: an action plan for online brand advertising
marketer would need to place numerous ads on
that website to reach any significant number
of those unique users. Marketers and agencies
therefore often find it inefficient to try to reacha large number of consumers across many
small websites.
If youve got scale, use it. Scale represents a
major advantage for large media companies
and online pure-plays. But it is surprising how
few online content companies utilize their full
potential to offer scale. We believe many online
publishers can offer more consumer insight,
creative services and innovation/experimentation
than they currently do. That will require themto bring their existing capabilities closer together
when pitching to marketers and be involved
much earlier in the campaign planning process.
Recognizing this, larger players are increasingly
bringing smaller sites together to create branded
networks. In some cases, publishers are
integrating their own sub-brands into packages
that offer marketers more scale. MTV Generation
Tribe, for example, targets young adult con-
sumers. Similarly, Merediths online BHG
Network integrates cooking, home improve-ment, gardening and beauty content from
Better Homes and Gardens and other related
Meredith brands.
If you dont have scale, get it. As online advertis-
ing continues to mature, brand marketers and
ad agencies are becoming more selective
and ad networks allow them to efficiently place
their ad on many sites with a single buy. Large
brand marketers therefore have a diminishing
interest in dealing directly with small contentsitesunless these sites bring a distinctive
audience or are truly a perfect fit for their
brands. This does not mean, however, that
smaller sites are running out of options. Instead,
we believe that at the one end, they should
double-down on serving their base of natural-
fit advertisers and at the other, forge links with
compatible media companies to gain scale and
broaden the base of advertisers they can attract.One such approach is to create premium mini-
networks with exclusive membership. Another
is to establish a relationship with a larger media
company for sales representation. As an exam-
ple, the Rubicon Project helps smaller content
publishers gain scale and better monetize their
unsold inventory.
Online advertising as we know it is long over-
due for change. As direct-response advertising
continues to commoditize inventory and erodepricing, media companies are under pressure
to provide more value and transform the sales
model. Those who are first to deliver more
compelling and integrated brand campaigns,
offering the full triple play, are likely to build
premium portfolios and pull away from the
rest of the industry. The change wont be
easy or quick. But for those who lead in online
marketing innovation, there are billions of brand
advertising dollars waiting to move online.
Scale represents
a major advan-tage for largemedia compa-nies and onlinepure-plays. Butit is surprisinghow few onlinecontent compa-nies utilize their
full potential tooffer scale.
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In search of a premium alternative: an action plan for online brand advertising
The role marketers can play
Advertisers also have a significant stake in cracking the code for building brands online.
Brands such as Apple and Unilevers Axe are beginning to point the way forward. Their
experience, and that of other progressive online brand advertisers, suggests some prac-
tical steps for marketers:
Develop and utilize more innovative ad formats
Marketers who have been successful in driving online brand engagement challenge the
constraints imposed by standard display advertising formats and instead push for larger,
innovative formats that incorporate video and sound. The goal: mirror the attention-grabbing
potential of traditional television advertising.
Cast a wider net for creative ideas
The most progressive online marketers actively collaborate with media companies to
create custom ads that best utilize the layout and capabilities of their specific media
propertiesand resonate closely with the sites target audience. Clearly, there are limits
to how many online media companies a marketer can deal with directly, but these are
increasingly valuable endeavors to pursue with their most important media suppliers.
Drive cross-platform campaign integration
Marketers are increasingly aspiring to integrate campaigns across different media plat-
forms in order to create surround sound effects for the consumer, stretch more expen-
sive advertising investments in certain platforms such as network TV across multiple plat-
forms, and better maintain brand consistency regardless of the platform being utilized.
Further, pointing to the importance of cross-platform integration, we found that brand
marketers who use the same creative agency for online and offline work were 40 percent
more likely to be satisfied with the results than those using separate agencies for onlineand offline. Whether through a single agency or coordinating efforts through an inter-
agency team (IAT), cross-platform integration is increasingly becoming the norm for effective
brand advertising campaigns.
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Founded in 1973 on the principle that consultants must measure their success in terms
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Who we work with
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them to make it happen.
How we do it
We realize that helping an organization change requires more than just a recommendation.
So we try to put ourselves in our clients shoes and focus on practical actions.
In search of a premium alternative: an action plan for online brand advertising
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8/9/2019 BAIN Digital Advertising
15/16
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8/9/2019 BAIN Digital Advertising
16/16
For more information, please visit www.bain.com